China Construction Bank W Bench The Company Loan Credit Strategy Research

Competition between banks increasingly fierce market competition, is todetermine the without gunsmoke war key factors, state-owned commercial banksoccupy the same joint-stock banks away is the advantage of talents and resources, butrelatively rigid management pattern and the heavy burden of system and became thebottleneck restricting the rapid internationalization of state-owned commercial banksand the market of the corporate credit business, both in the proportion of assets andthe value creation is the key component of the state-owned commercial banks, is theso-called "into also Xiao He defeated Xiao He", establish and credit managementscience models is the first key to solve this big machine engine technology, creditstrategy is precisely the core thinking of credit in the management of. For a long time,W branch of China Construction Bank credit policy is always lack of scientific toolssupport, advice and a single expert price guidance about the allocation of creditresource. Reflected in the loan customer groups, product development is not balanced,failed to give full play to regional endowment, real value to customers that have notbeen fully and effectively support service. According to incomplete statistics, thecooperative W branch within the jurisdiction area of1/5leading enterprises does notcarry out its credit, analysis of the reasons can be summed up as following aspects:one is the pure price guidance, improve the quality of customer access threshold. Inaccordance with the current W pricing principle, large and medium-sized customersline rate of liquidity is not less than the benchmark interest rate broke surface10%,project loan is not less than the benchmark interest rate12%, and many customersconsider financing plan national trade discount policy or group headquarters, can onlyaccept the benchmark interest rates or the price, but this part of customers may in thedeposit, settlement and intermediate business service, create value to the bank. Two isthe credit lack of differentiation strategy, follow the same pattern, cannot satisfy customers personalized needs. As the industry limit strictly control steel, cementindustry overcapacity in the leading to meet the supply chain arrangement, under thecontrol of the credit amount is not fully arrangement. Three is not a good tool support.Measurement technology of risk management of China Construction Bank has beenrelatively complete, but the lack of a consistent link and the market management.This article is precisely under such background, using measurement toolscombined with empirical research, to explore the use of RAROC to solve the Wbranch line of corporate credit management, its feasibility is also in the limitedsample analysis, verification to practice. First of all, in the introduction part explainsthe research background, method of the dominant direction of the study andapplication of. Secondly, to carry out analysis on the actuality of W branch of ChinaConstruction Bank credit policy, prompted the roots of its vulnerabilities andconstraints of business development. Once again, the banks use RAROC tools tosolve the credit industry strategy from feasibility study. Finally, through a largenumber of data support, improve the credit policy management using RAROC, drawsthe research conclusion.The new capital agreement theory, construction bank risk management expertresearch and advice and network database platform to collect the relevant data neededin the research, through the comparative analysis method, the analysis of thetraditional shortcomings of state-owned commercial bank credit culture, discusses inthe implementation of the new Basel accord regulatory culture now, a suitable andpractical management tool---RAROC, through the research to discuss the proposedimproved W branch of the public credit business management practical advice.